The performance impact of strategy ‐ manager coalignment

An empirical examination

Anisya S. Thomas, Robert J. Litschert, Kannan Ramaswamy

Research output: Contribution to journalArticle

230 Citations (Scopus)

Abstract

This paper develops a theoretical model that explains the impact of the fit between top executive characteristics and strategic orientation on organizational performance. Using the Miles and Snow typology as an integrative framework, the central propositions of the model were evaluated. The results of the empirical examination provided significant support for the administrative dimension, an aspect of the typology that has been largely overlooked thus far. Further, it was found that firms achieving a greater degree of alignment between their strategy and the profiles of top managers, generally realized superior performance outcomes.

Original languageEnglish (US)
Pages (from-to)509-522
Number of pages14
JournalStrategic Management Journal
Volume12
Issue number7
DOIs
StatePublished - 1991
Externally publishedYes

Fingerprint

Managers
Organizational performance
Strategic orientation
Alignment

Keywords

  • coalignment
  • Miles and Snow
  • strategy performance and top management

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

Cite this

The performance impact of strategy ‐ manager coalignment : An empirical examination. / Thomas, Anisya S.; Litschert, Robert J.; Ramaswamy, Kannan.

In: Strategic Management Journal, Vol. 12, No. 7, 1991, p. 509-522.

Research output: Contribution to journalArticle

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